Tesco.com increases products range

Tesco, well known as Britain's leading food retail group with a presence in Europe and Asia has also been a pioneer online. Tesco launches Customer Champions in many stores and implements a new labor scheduler to further improve service for customers. Our core purpose is to create value for customers to earn their lifetime loyalty.

Our success depends on people: the people who shop with us and the people who work with us. If our customers like what we offer, they are more likely to come back and shop with us again. If the Tesco team find what we do rewarding, they are more likely to go that extra mile to help our customers.

 

Tesco has a well-established and consistent strategy for growth, which has allowed us to strengthen our core UK business and drive expansion into new markets. The rationale for the strategy is to broaden the scope of the business to enable it to deliver strong sustainable long-term growth by following the customer into large expanding markets at home such as financial services, non-food and telecoms and new markets abroad, initially in Central Europe and Asia, and more recently in the United States.

The strategy to diversify the business was laid down in 1997 and has been the foundation of Tesco's success in recent years. The new businesses which have been created and developed over the last 12 years as part of this strategy now have scale, they are competitive and profitable in fact we are now market leader in many of our markets outside the UK. 

Products

The Tesco.com site acts as a portal to most of Tesco's products, including various non-food ranges (for example, books, DVDs and electrical items under the. 'Extra' banner), Tesco Personal Finance and the telecoms businesses, as well as services offered in partnership with specialist companies, such as dieting clubs; flights and holidays, music downloads, gas, electricity and DVD rentals.

Tesco then uses automated event-triggered messaging to encourage continued purchase

1. Trigger event : Customer first registers on site (but does not buy)

2. Trigger event : Customer first purchases online

3. Trigger event : Customer does not purchase for an extended period

Tesco, the giant and most successful supermarket chain in the U.K., has a CRM system that is the envy of many. Tesco found, while looking at its customer base for a typical retail outlet, that the top 100 customers were worth the same as the bottom 4,000. It also found that the bottom 25% of customers represented only 2% of sales, and that the top 5% of customers were responsible for 20% of sales. Like many other companies that have embarked on CRM programs, Tesco realized that all customers are not equal! Tesco now measures valuable customers by the frequency of purchase and value of expenditure.

The card provided Tesco with vital customer information such as what products they were and were not buying, where they were spending their time in the store, and where they were not, as measured by spending. Customers received vouchers for items they liked to buy and offers to explore parts of the store that they hd not yet seen. Different lifestyle magazines were created for different customers, and high-value customers got calls from the manager of the store, valet parking when they came to shop, and other special privileges.

As a result of Tesco's efforts to delight the customer, its profits and market share figures rose tremendously over time, making it a prime example of how technology, coupled with a human touch, can provide customers with a great experience.